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Human Resource Selection

by: Gatewood, Robert; Feild, Hubert S.

Human Resource Selection

by: Gatewood, Robert; Feild, Hubert S.

ISBN 13: 9780030319334
ISBN 10: 0030319331
Edition: 5th
Format: Hardcover
Copyright: 08/08/2000
Publisher: South-Western College Pub
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Summary

This leading text offers an advanced treatment of the technical issues involved in developing and implementing selection programs within organizations. The new edition offers the most thorough and up-to-date coverage of HR selection on the market and is appropriate for upper-level undergraduate and graduate courses in management and industrial/organizational psychology departments, as well as for corporate HR departments.

Part One An Overview of Human Resource Selection

(72)

An Introduction to Selection

(28)

Definition of Selection

(3)

Collecting and Evaluating Information

(1)

Initial Job and All Internal Movement

(1)

Constraints and Futures Interests

(1)

Selection Related to Other Management Programs

(11)

Strategy and Human Resource Planning

(2)

Selection and Other HRM Programs

(1)

Selection and Recruitment

(8)

Developing a Selection Program

(5)

Job Analysis Information

(1)

Indentification of Relevant Job Performance Measures

(2)

Identification of Worker Characteristics

(1)

Development of Assessment Devices

(1)

Validation Procedures

(1)

Constraints in Developing a Selection Program

(2)

Limited Information on Applicants

(1)

Measurement of Jobs, Individuals, and Work Performance

(1)

Other Factors Affecting Work Performance

(1)

Current Issues in Selection

(4)

Broadly Defined and Team-Based Jobs

(3)

Selection in Small Business

(1)

Plan of This Book

(1)

References

(3)

Legal Issues in Selection

(42)

Federal Regulation

(11)

Regulatory Model

(2)

EEO Laws and Executive Orders

(9)

Employment Discrimination

(8)

Discrimination Defined

(1)

Evidence Required

(3)

The Use of Statistics

(4)

The Uniform Guidelines on Employee Selection Procedures (1978)

(3)

Determination of Adverse Impact

(1)

Selection Methods

(1)

Defense of Selection Programs

(1)

Selection Requirements

(1)

Job Performance Measures

(1)

Record Keeping

(1)

Affirmative Action Programs

(3)

Federal Contractor

(1)

Court Order and Consent Decree

(1)

Voluntary AAP

(1)

Selection Court Cases

(8)

Griggs v. Duke Power(1971)

(1)

United States v. Georgia Power (1973)

(2)

Spurlok v. United Airlines (1972)

(1)

Connecticut v. Teal (1982)

(1)

Watson v. Ft. Worth Bank & Trust (1988)

(1)

OFCCP v. Ozark Air Lines (1986)

(1)

Auto Workers v. Johnson Controls (1991)

(1)

Rudder v. District of Columbia (1995)

(2)

EEO Summary

(3)

Basis of Discrimination

(1)

Evidence of Discrimination

(1)

Options of the Organization

(1)

Legal Issues in Small Business

(1)

References

(4)

Part Two Foundations of Measurement for Human Resource Selection

(194)

Human Resource Measurement in Selection

(38)

Fundamentals of Measurement: An Overview

(1)

The Role of Measurement in HR Selection

(11)

The Nature of Measurement

(4)

Scales of Measurement

(7)

Standardization of Selection Measures

(19)

Measures Used in HR Selection

(2)

Criteria for Evaluating Selection Measures

(1)

Finding and Constructing Selection Measures

(1)

Locating Existing Selection Measures

(8)

Constructing New Selection Measures

(6)

Interpreting Scores on Selection Measures

105

(6)

Using Norms

105

(2)

Using Percentiles

107

(1)

Using Standard Scores

108

(1)

Race Norming

109

(2)

References

111

(2)

Reliability of Selection Measures

113

(48)

What Is Reliability?

113

(8)

A Definition of Reliability

114

(1)

Errors of Measurement

115

(6)

Methods of Estimating Reliability

121

(20)

Test-Retest Reliability Estimates

122

(4)

Parallel or Equivalent Forms Reliability Estimates

126

(3)

Internal Consistency Reliability Estimates

129

(9)

Interrater Reliability Estimates

138

(3)

Interpreting Reliability Coefficients

141

(16)

What Does a Reliability Coefficient Mean?

141

(3)

How High Should a Reliability Coefficient Be?

144

(2)

Factors Influencing the Reliability of a Measure

146

(6)

Standard Error of Measurement

152

(3)

Evaluating Reliability Coefficients

155

(1)

Reliability: A Concluding Comment

155

(2)

References

157

(4)

Validity of Selection Measures

161

(74)

An Overview of Validity

161

(3)

Validity: A Definition

161

(1)

The Relation between Reliability and Validity

162

(1)

Types of Validity Strategies

163

(1)

Criterion-Related Validity Strategies

164

(9)

Concurrent Validity

164

(4)

Predictive Validity

168

(2)

Concurrent versus Predictive Validity Strategies

170

(1)

Requirements for a Criterion-Related Validation Study

171

(1)

Criterion-Related Validity over Time

171

(1)

The Courts and Criterion-Related Validity

172

(1)

Content Validity Strategy

173

(11)

Major Aspects of Content Validation

174

(4)

Some Examples of Content Validation

178

(2)

Inappropriateness of Content Validation

180

(4)

Content versus Criterion-Related Validation: Some Requirements

184

(1)

Construct Validity Strategy

184

(4)

Empirical Considerations in Criterion-Related Validity Strategies

188

(24)

Correlation

188

(5)

Prediction

193

(7)

Factors Affecting the Size of Validity Coefficients

200

(6)

Utility Analysis

206

(6)

Broader Perspectives of Validity

212

(10)

Validity Generalization

213

(6)

Job Component Validity

219

(3)

Validation Options for Small Businesses

222

(3)

The Future of Validation Research

225

(1)

References

226

(9)

Strategies for Selection Decision Making

235

(32)

Characteristics of Selection Decisions

236

(6)

Methods for Collecting and Combining Predictor Information

237

(1)

The Methods

238

(2)

Which Method Is Best?

240

(1)

Implications for Decision Makers

241

(1)

Strategies for Combining Predictor Scores

242

(8)

Multiple Regression

242

(2)

Multiple Cutoffs

244

(1)

Multiple Hurdle

245

(2)

Combination Method

247

(1)

Profile Matching

248

(2)

Approaches for Making Employment Decisions

250

(9)

Top-Down Selection

250

(1)

Cutoff Scores

251

(4)

Banding

255

(4)

A Practical Approach to Making Selection Decisions

259

(2)

Auditing Selection Decisions: Learning from Your Successes and Failures

261

(1)

Recommendations for Enhancing Selection Decision Making

262

(1)

References

263

(4)

Part Three Job Analysis in Human Resource Selection

267

(2)

Preparing for Job Analysis: An Overview

269

(36)

Role of Job Analysis in HR Selection

269

(7)

A Definition and Model

269

(3)

Growth in Job Analysis

272

(1)

Legal Issues in Job Analysis

272

(3)

Summary

275

(1)

Implementation of a Job Analysis

276

(23)

Organizing for a Job Analysis

276

(2)

Choosing the Jobs to Be Studied

278

(3)

Reviewing the Relevant Literature

281

(10)

Selecting Job Agents

291

(8)

References

299

(6)

Applying Job Analysis Techniques

305

(1)

Collecting Job Information

305

(2)

A Categorization of Job Analysis Methods

307

(1)

A Survey of Job Analysis Methods

308

(1)

Job Analysis Interviews

308

(8)

Description

308

(1)

Considerations on Applicability

309

(1)

An Example

309

(4)

Guidelines for Use

313

(1)

Limitations of the Job Analysis Interview

314

(2)

Job Analysis Questionnaires

316

(15)

Description

316

(1)

The Task Analysis Inventory

317

(7)

The Position Analysis Questionnaire (PAQ)

324

(6)

Subject Matter Expert (SME) Workshops

330

(1)

Supplementary Methods for Collecting Job Information

331

(1)

Collection of Job Information: A Comparison of Methods

332

(6)

Potential Usefulness of Methods

333

(5)

Use of Multiple Job Analysis Methods

338

(1)

Analysis of Jobs That Do Not Exist

338

(2)

The Future of Job Analysis

340

(2)

References

342

(5)

APPENDIX TO CHAPTER 8

Some Additional Job Analysis Techniques

347

(1)

Critical-Incidents Techniques

347

(3)

Description

347

(1)

Application

348

(1)

Advantages and Disadvantages

349

(1)

Fleishman Job Analysis Survey (F-JAS)

350

(2)

Description

350

(1)

Application

350

(2)

Advantages and Disadvantages

352

(1)

Functional Job Analysis (FJA)

352

(8)

Description

352

(1)

Application

353

(7)

Advantages and Disadvantages

360

(1)

Job Element Method (JEM)

360

(3)

Description

360

(1)

Application

361

(1)

Advantages and Disadvantages

362

(1)

References for the Appendix

363

(2)

Incorporating Job Analysis Results in Selection Measures

365

(40)

Identification of Employee Specifications

365

(2)

The Task Analysis Approach

367

(20)

Determination of Employee Specifications

367

(13)

Determination of Selection Measures Content

380

(4)

An Example Selection Plan for the Job of HR Selection Analyst

384

(3)

The PAQ Approach

387

(9)

Determination of Employee Specifications

387

(1)

PAQ Items as Employee Specifications

387

(1)

PAQ Job Attributes as Employee Specifications

388

(3)

Determination of Selection Measure Content

391

(3)

Other Approaches to Identification of Employee Specifications

394

(2)

Conclusions

396

(1)

The Future of KSAs

396

(2)

Identifying Employee Competencies: An Example from Anheuser-Busch

398

(3)

References

401

(4)

Part four Predictors of Job Performance

405

(292)

Application Forms, Training and Experience Evaluations, and Reference Checks

407

(64)

Application Forms

407

(21)

Nature and Role of Application Forms in Selection

407

(1)

Legal Implications of Application Forms

408

(1)

Composition of Application Forms

409

(1)

Selecting Application Form Content

410

(11)

Developing and Revising Application Forms

421

(2)

Accuracy of Application Form Data

423

(2)

Applications and Resumes

425

(1)

Using Application Forms in HR Selection

426

(2)

Training and Experience (T&E) Evaluations

428

(16)

Nature and Role of T & E Evaluations in Selection

428

(4)

Methods of Collecting T & E Evaluation Information

432

(9)

Reliability and Validity of T & E Evaluations

441

(2)

Recommendations for Using T & E Evaluations

443

(1)

Reference Checks

444

(19)

Nature and Role of Reference Checks in Selection

444

(1)

Types of Reference Data Collected

445

(2)

Methods of Collecting Reference Data

447

(5)

Source of Reference Data

452

(2)

Usefulness of Reference Data

454

(2)

Legal Issues Affecting the Use of Reference Checks

456

(5)

Recommended Steps for Using Reference Checks

461

(2)

Summary Recommendations for Using Applications, T & E Ratings, and Reference Checks in Selection

463

(2)

Applications

463

(1)

T & E Ratings

464

(1)

Reference Checking

464

(1)

References

465

(6)

Weighted Application Blanks and Biographical Data

471

(50)

Weighted Application Blanks

471

(12)

The Need for Systematic Scoring of Application Forms

471

(1)

The Nature of Weighted Application Blanks

471

(2)

Developing Weighted Application Blanks

473

(6)

Using WABs in Human Resources Selection

479

(4)

Biographical Data

483

(28)

What Are Biographical Data?

483

(6)

Developing Biodata Questionnaires

489

(6)

Scoring Biodata Questionnaires

495

(3)

Measurement and Other Characteristics of Biodata

498

(8)

Why Is Biodata a Good Predictor?

506

(1)

Use of Biodata

507

(1)

Criticisms of Biodata

508

(3)

Summary Recommendations for Using WABs and Biodata Questionnaires in Selection

511

(2)

Weighted Application Blanks (WABs)

511

(1)

Biodata Questionnaires

512

(1)

References

513

(8)

The Selection Interview

521

(46)

Uses of the Interview in Selection

522

(8)

Recruiting the Application to the Organization

522

(2)

Measuring Applicant KSAs

524

(2)

Selection Evaluation by an Organization Member

526

(3)

Conclusions about the Use of the Interview

529

(1)

Discrimination and the Interview

530

(4)

Court Cases

530

(4)

A Model of Interviewer Decision Making

534

(3)

Attempts to Improve the Interview

537

(10)

Training of Interviwers

537

(4)

Developing Appropriate Interview Questions

541

(5)

Screening versus Selection Interview

546

(1)

Validity of the Interview

547

(3)

Recommendations for Use of the Interview

550

(11)

Restrict the Scope of the Interview

550

(1)

Limit the Use of Preinterview Data

551

(2)

Adopt a Structured Format

553

(1)

Use Job-Related Questions

554

(2)

Use Multiple Questions for Each KSA

556

(2)

Apply a Formal Scoring Format

558

(1)

Train the Interviewer

559

(2)

Small Business Selection

561

(1)

References

561

(6)

Ability Tests

567

(34)

History of Ability Tests in Selection

567

(2)

Definition of Ability Test

568

(1)

Mental Ability Tests

569

(4)

Development of Mental Ability Tests

569

(1)

What Is Measured

570

(1)

The Wonderlic Personnel Test

571

(1)

General Comments about Mental Ability Tests

572

(1)

Mechanical Ability Tests

573

(3)

The Bennett Mechanical Comprehension Test

573

(1)

The MacQuarrie Test for Mechanical Ability

574

(2)

Clerical Ability

576

(1)

The Minnesota Clerical Test

576

(1)

Physical Abilities

576

(6)

Physical Abilities Analysis

577

(1)

Three Components of Physical Performance

578

(2)

Legal Issues

580

(2)

The Validity of Cognitive Ability Tests

582

(6)

Project A

582

(1)

Validity Genralization Studies

582

(6)

Ability Tests and Discrimination

588

(6)

Defferential Validity

589

(1)

Comparison of Mental Ability Tests and Other Selection Instruments

590

(3)

Conclusions

593

(1)

Recommendations for the Use of Ability Tests in Selection

594

(4)

Review Reliability Data

594

(2)

Review Validity Data

596

(1)

Use in Small Business

597

(1)

References

598

(3)

Personality Assessment

601

(32)

Definition and Use of Personality in Selection

601

(6)

Arguments for and against Use in Selection

602

(1)

Personality Traits

603

(2)

Interaction of Personality Traits and Situations

605

(2)

Personality Measurement Methods

607

(16)

Inventories in Personality Measurement

607

(11)

The Interview in Personality Measurement

618

(3)

Behavioral Assessment in Personality Measurement

621

(2)

Recommendations for the Use of Personality Data

623

(5)

Define Personality Traits in Terms of Job Behaviors

623

(1)

The Appropriateness of the Selection Instrument

624

(1)

The Nature of Job Performance

625

(1)

Legal Issues in the Use of Personality Tests

626

(1)

Use in Small Businesses

627

(1)

References

628

(5)

Performance Tests and Assessment Centers

633

(34)

Performance Tests

633

(15)

Differences from Other Selection Devices

633

(1)

Limitations

634

(1)

Consistency of Behavior

635

(1)

Examples of Performance Tests

635

(4)

The Development of Performance Tests

639

(5)

An Example of the Development of a Performance Test

644

(2)

The Effectiveness of Performance Tests

646

(2)

Assessment Centers

648

(16)

Assessment Centers in Industry

649

(1)

Assessment Center Exercises

650

(5)

The Training of Assessors

655

(4)

The Effectiveness of Assessment Centers

659

(5)

Use of Performance Tests and ACs in Small Business

664

(1)

References

664

(3)

Integrity Testing, Drug Testing, and Graphology

667

(30)

Integrity Testing

667

(12)

Polygraph Testing

668

(3)

Paper-and-Pencil Integrity Tests

671

(3)

The Usefulness and Validity of Integrity Tests

674

(5)

Drug Testing

679

(7)

Drug Tests

680

(2)

Accuracy of Chemical Tests

682

(1)

Comparison of Testing Methods

683

(1)

Legal Issues in Employment Drug Testing

683

(2)

Guidelines for Drug Testing Programs

685

(1)

Graphology

686

(8)

Analysis of Handwriting Features

687

(3)

Validity of Graphology in Selection

690

(1)

A Case Example

691

(3)

References

694

(3)

Part Five Criteria Measures

697

(38)

Measurement of Job Performance

699

(36)

Types of Job Performance Measures

700

(18)

Production Data

700

(2)

HR Personnel Data

702

(4)

Training Proficiency

706

(2)

Judgmental Data

708

(10)

Appropriate Characteristics of Selection Criteria Measures

718

(5)

Individualization

718

(1)

Controllability

719

(1)

Relevance

720

(1)

Measurability

720

(1)

Reliability

720

(1)

Variance

721

(1)

Practicality

721

(1)

Lack of Contamination

722

(1)

Specificity for Selection

722

(1)

What If Some of the Characteristics Aren't There?

722

(1)

Issues in Criterion Use

723

(3)

Single versus Multiple Criteria

723

(2)

Stability of Job Performance

725

(1)

Job Performance Measurement and EEO Issues

726

(3)

The Uniform Guidelines

727

(1)

Court Decisions

728

(1)

Performance Review for Teams

729

(1)

Performance Measurement in Small Business

730

(1)

That's All Folks!

730

(1)

References

730

(5)

Name Index

735

(7)

Subject Index

742

Rent More, Save More! Use code: KBRENTAL

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Human Resource Selection

Human Resource Selection

Summary

Table of Contents

Supplemental Materials

Write a Review

Rent More, Save More! Use code: KBRENTAL

5% off 1 book, 7% off 2 books, 10% off 3+ books

Human Resource Selection

Human Resource Selection

Summary

Table of Contents

Supplemental Materials

Write a Review

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